1. Process Driven Service Delivery
An Overview of Service Management Processes

2. Director of IT Project Management
Introduction
Walter “Bubba” Mullen
State of Tennessee
Director of IT Project Management

3. Introduction to Process Improvement
CQI
TQM
TQI
PSCI
LOVM
BPM
BPI
Balanced Scorecard
Kaizan
Six Sigma
Lean Manufacturing

4. Introduction to ITIL
ITIL – Information Technology Infrastructure Library
Developed by the Office for Government Commerce (OGC) in England
Better practices focused on the management of IT service processes

5. ITIL Service Management (ITSM)
Two main components:
Service Support – five processes that provide support for day-to-day operation of IT services
Service Delivery – five processes that focus on long-term planning and improvement of IT services
These two components are linked together through the Service Desk – a function that provides a single point of contact that focuses on rapid restoration of normal service operations to users

6. ITIL Service Management
Change
Management
Service Level
Management
Release
Management
Financial
Management
Incident
Management
Availability
Management
Service
Support
Service
Delivery
Configuration
Management
Problem
Management
IT Service Continuity
Management
Capacity
Management
Service
Desk

7. ITIL Service Management Goals
Ensure that IT services are aligned to the needs of customers and users
Improve availability and stability of services
Improve communication within IT and with users
Improve efficiency of internal processes

8. ITIL Processes Each ITIL process has associated: Definitions Goals
Activities

9. Service Support Service Support Change Management Incident Management
Release
Management
Service
Support
Configuration
Management
Problem
Management

10. Change Management Definition
Change is an action that results in a new status for one or more IT infrastructure Configuration Items (CI).
Goal
To ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of any related incidents upon service.

11. Change Management Activities
Accept, record, authorize, plan, test, implement and review Requests for Change (RFCs)
Provides reports of changes to the infrastructure
Provides updates to the Configuration Management Database (CMDB).

12. Configuration Management
Definition
A Configuration Item (CI) is a component of the infrastructure.
Configuration Management Database (CMDB) is a database which holds a record of all configuration items associated the IT infrastructure.
Goal
To provide a logical model of the IT infrastructure (hardware, software and associated documentation) by identifying, maintaining and verifying the version of all configuration items.

13. Configuration Management
Activities
Plan, design and manage a Configuration Management Database (CMDB)
Identify CIs for entry into CMDB and their relationships to each other
Verify CMDB accuracy

14. Incident Management Definition
An incident is any event which causes, or may cause an interruption to, or a reduction in, the quality of a service.
Goal
To restore normal service operation as quickly as possible and minimize the adverse impact on users and the organization.

15. Incident Management Activities
Detect, classify, record, and provide initial support of incidents
Prioritize incidents based upon impact and urgency
Service Desk is responsible for Incident Management

16. Problem Management Definition
A problem is the unknown, underlying cause of one or more incidents.
A known error is when the root cause of a problem is known and a temporary workaround or alternative has been identified.
Goal
To minimize the adverse impacts of incidents and to prevent recurrence of incidents. Problem Management seeks to get to the root cause and initiate action to remove the error.

17. Problem Management Activities
Analyze incidents to identify underlying problems
Record, classify and diagnose problems
Transfer problems into “known errors”
Generate Requests for Changes (RFCs) to resolve problems and errors
Problems are identified and managed separately from incidents (although linked)

18. Release Management Definition
A release is a collection of authorized changes to an IT service and is defined by the RFC that it implements.
Goal
To coordinate service providers and vendors involved with a significant release of hardware, software and associated documentation across a distributed environment.

19. Release Management Activities
Plan and oversee successful rollout of new and changed software, hardware and documentation
Collaborate with Change Management
Verify that all release items are entered into the CMDB
Manage customer and user expectations.
Maintain Definitive Software Library (DSL) and Definitive Hardware Store (DHS)

20. ITIL Service Desk Service Service Support Delivery Service Desk Change
Management
Service Level
Management
Release
Management
Financial
Management
Incident
Management
Availability
Management
Service
Support
Service
Delivery
Configuration
Management
Problem
Management
IT Service Continuity
Management
Capacity
Management
Service
Desk

21. Service Desk Definition
A Service Request is a request that is not due to disruption.
Goal
A single point of contact that provides advice and guidance and rapid restoration of normal service operations to users

22. Service Desk Activities
Manage the Incident and Service Request life-cycle, including closure
Communicate with customers concerning request status and progress
Provide initial assessment and attempt to resolve incidents working with appropriate IT staff
Provide reports and recommendations to management for service improvement

23. Service Delivery Service Delivery Service Level Management
Availability
Management
Financial
Management
Service
Delivery
IT Service Continuity
Management
Capacity
Management

24. Service Level Management
Definition
Service Level Agreement (SLA) is a written agreement with the customer.
Operational Level Agreement (OLA) is an agreement between two internal areas.
Goal
To maintain and improve IT Service quality through a constant cycle of agreeing, monitoring and reporting to meet the customers’ objectives.

25. Availability Management
Definition
Availability is the ability of an IT service or component to perform its required function at a stated instant or over a stated period of time.
Goal
To optimize the capability of the IT infrastructure, services, and supporting organization to deliver a cost effective and sustained level of availability enabling IT to meet their objectives.

26. Capacity Management Definition
The ability to provide available service support and delivery adequacy in satisfying business requirements.
Goal
To ensure that all the current and future capacity and performance aspects of the business requirements are provided cost effectively.

27. Financial Management Definition
The ability to provide management information in order to ensure all IT services are run efficiently and economically.
Goal
To provide cost-effective stewardship of the IT assets and resources used in providing IT services.

28. IT Service Continuity Management
Definition
A crisis is an unplanned situation when one or more IT services is unavailable and when the outage exceeds the expectations of the customer.
Goal
To ensure that the require IT technical and service facilities can be recovered within required and agreed timeframes

29. What does all this really mean?
In reviewing the processes we use to “run our business of IT” we found:
Out dated processes
Sometimes no written process
Hard to follow process
No existing measurements or standards

30. What are we trying to accomplish?
A comprehensive and measurable improvement in the services that the Office of Information Resources (OIR) delivers and supports.
This initiative is known as OIR’s Process-Driven Service Delivery initiative (PDSD).

31. How are we going to accomplish this?
Document the processes
Establish Targets
Implement Continuous Feedback Loop

32. How do we establish targets?
SLAs outline performance metric targets for these services
For example, with virtual servers, we commit to provisioning a new server within 5 business days; the old metric was 30 days
SLAs outline OIR’s responsibilities in providing the service
SLAs also outline an agency’s responsibilities

33. How do we improve the processes?
Where processes exist, we improve them to meet the SLA’s target metrics.
If processes do not exist, we create them to meet the SLA’s target metrics.
We decompose a service into its underlying processes. (process-mapping)
We leverage ITIL’s better practices where appropriate to create / improve the underlying processes.
We engage in further process-improvement activities to improve the processes.

34. What is our continuous feedback loop?
Embedded in each process are automatic data measurements where possible.
This measures whether the process is meeting the SLA’s target metrics.
The measurements are linked to a dashboard that puts management attention on services that fail to meet the SLA’s target metrics.
Immediate “mid-course” correction can address processes that are causing SLA breaches.
We are using Remedy’s Workflow functionality as an automated tool to capture measurements.

35. What have we accomplished?
The top 10 services in need of the PDSD initiative were identified internally by OIR management in August.
Six SLAs have already been developed with underlying processes created / improved to meet their target metrics.

36. What have we accomplished?
By mid-2006, we will have completed the list of 10 services targeted for PDSD.
Remember, the goal is a measurable improvement in the services that OIR delivers and supports.

37. What are the benefits to the agencies?
Agencies should experience an increase in quality of services provided by OIR – less errors, improved “done once, done right” results.
Agencies should experience less time trouble-shooting services provided by OIR.
Agencies should experience a quicker turnaround when requesting services from OIR.

38. Pre-Conditions to Continuous Improvement
You must have
Proclaimed a mission, objectives, strategy and tactics (MOST)
Mapped the core processes
Promulgated the tactical procedures and tasks
Selected and trained a capable workforce in strength
Collected current state data for processes
An executive vision for quality including improvement
Marshaled the resources and personnel
Selected and trained a continuous improvement workforce
Prepared to reward success

39. Warning
To Be
As Is
Valley of Despair

40. Thanks for your time
Contact information
Office

41. Credits
University of Kansas - Jerree Catlin, Sue Silkey & Thelma Simons
American Management Association – Stu Syme